bcg-在人工智能时代蓬勃发展科技企业管理者必须重塑组织架构与运营模式 To Thrive in the AI Era,Tech Leaders Must Reinvent Organization and Operating Models

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TECHNOLOGYINDUSTRY

ToThriveintheAIEra,TechLeadersMust

ReinventOrganizationandOperatingModels

ByMariaBarisano,

FedericoFabbri

,AdrianaDahik,

JulieBedard

,DanielleXu,andCailinGriffith

ARTICLEJUNE09,20268MINREAD

Thereisseeminglyendlessdiscussionthesedaysaboutartificialintelligence’soutsizeimpactonthewayvirtuallyeveryindustryoperates,butfarlessattentionispaidtohowthetechnology

sectoritselfisbeingdisruptedbyAI.AI-firsttechcompanieshavebeenorganizingthemselvesaroundagentsandreshapingtraditionalsourcesofcompetitiveadvantage,suchasscaleof

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humancapitalandspeedtomarket.Intheprocess,theyarefundamentallyalteringtheeconomicsofhowbusinessesarebuiltandoperateacrossthesector.

Atthesametime,techcompaniesarefacingheightenedpressuretoinvestheavilyinsubstantiveAIinnovation––insteadofincrementaladd-ons––toremaincompetitiveinthemarket.These

demandscomeamidrisingmarketandinvestorexpectationsforprofitabilityinahighinterest-rateenvironment,makinglarge-scalegrowthinvestmentsmorechallenging.

Thosethatmoveearlytofuture-prooftheirorganizationalstructuresandoperatingmodels––

reconfiguringthemforAI-nativewaysofbuildingandoperating––willbebestpositionedto

captureAI’svalueandcompeteinthenextphaseofgrowth.Thismeansshiftingtoagile,outcome-focusedteamsandembeddingAIstrategicallyacrosstheiroperationssoitbecomesthecentral

nervoussystem.Donewell,theimpactcanbesubstantial:reducingcostsbyupto50%insomeareaswhiledoublingoreventriplingexecutionspeed.Itisworthnoting,though,thatonlyafewleadingtechcompanieshavesuccessfullyembracedsuchchangesyet.

Tohelpnavigatethisshift,BCGhasdevelopedanoperatingmodelchecklistandasetofrelateddecisionsthattechexecutivesshouldconsiderastheyfuture-prooftheircompaniesforanAI-

drivenworld.Thereareseveralpriorityimperativesthatcompaniesmustexploretorewire

organizationalstructuresandoperatingmodelsandcreatethefinancialflexibilityneededtounlocknewlevelsofagilityandspeedaligneddirectlywithanAI-centricbusinessmodel.

TheAIDisruption–andOpportunity

Inadoptingfuture-proofstrategies,techcompanieswillneedtodeveloptargetedapproachestailoredtotheirsize,capabilities,andstrategicobjectives.ThiswillhelpthemcompetemosteffectivelyinasectorwheretherapidimmersionofAIisreshapingindustrydynamicsinthreespecificways:

1.AIisrewritingtechcompanyeconomicfundamentals.GenerativeandagenticAIare

redefiningtheeconomicfoundationsofhowtechcompaniesoperate,transforming

everythingfromproductinnovationandcustomerexperiencetooperationalscale.AI-first

organizationsarealreadyrealizingorder-of-magnitudegainsinproductivityandspeed––

particularlyinwritingcode,testingideasinthemarket,andpersonalizingmarketing––whileestablishingnewperformancefrontiers.

2.AIiscreatingacleardivide:outpacedandoutspent––orpositionedtoleapahead.Sometechcompaniesarepullingaheadthroughambitiousandstrategicinvestments,deepAI

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talent,andtruestep-changeAIinnovations.Suchboldmovesandtransformativeproduct

innovationarewhat’sneededtoleapahead.Buttoomanyothercompaniesremainfocusedonincrementalfeaturereleases––riskingirrelevanceorfallingbehind.

3.AIisforcingnew,morecreativelevelsoffiscaldiscipline.TofundAIambitionsresponsibly,companiesmustunlocknewcapacitywithintheircoststructures.Thatrequiresrethinkinghowtheorganizationoperates––redesigningoperatingmodelsandwaysofworkingwhile

freeingupresourcestosustaincontinuedinvestment.

Forcompaniesthatmovedecisively,thesepressurescanbeacatalystforreinvention.The

questionisnolongerwhethertoinvestinAI,butwhatmustchangeinsidetheorganizationtomakethoseinvestmentspayoff.Thatmeanshardchoicesaboutstructure,governance,talent,andcapitaldeployment.

ThequestionisnolongerwhethertoinvestinAI,butwhatmustchangeinsidetheorganizationtomake

thoseinvestmentspayoff.

Future-ProofingtheOrganizationandOperatingModels

Atitscore,AIisanexecutionchallenge.Itwillnotcreatedurableadvantageunlessit’sembeddedinhowworkisprioritized,howdecisionsaremade,andhowresourcesareallocated.LeadersmustthereforeredesigntheoperatingmodelsoAIbecomesintegraltoperformance––notanoverlay.

Inpractice,future-proofingcantakemanyforms.OpenAIhasestablishedhigh-velocity

engineeringteams,blurringthelinesbetweenproductanddevelopmentandreducingcycle

timesfromweekstodays.Anthropicisadoptingnonlinearcareerpathstiedtooutcomesandskillattainment,increasingorganizationalagility.Snowflake,aclouddataplatformcompany,is

redefiningtheroleofmanagers,reducingtransactionalwork,andexpandingspansofcontrolacrossitsgo-to-marketorganization.

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BCGhasidentifiedfivecriticalmovestechexecutivesmustgetrighttofuture-prooftheirorganizations,fundAIinnovation,andcaptureAI’sfullvalue.

MakeAIaleadershippriority:setaboldambitionanddeliverresults.SuccessfulAIleadersturnambitionintomeasurableoutcomes.Theyestablishdistinctgoals,whetheritislaunching

productsfivetimesfaster,triplingAI-drivenrevenuewithintwoyears,orimprovingcoreworkflowsby50%.Theythenbuildtheenablerstoachievethem:clearownershipforAIvaluedelivery,

governancethatdrivesaccountability,dedicatedinvestmentcapital,andarobusttechnologyfoundation.

Rearchitectforspeed:replacehierarchieswithcross-functionalteams.SuccessfulAI-firsttech

companiesaremovingawayfromrigidorganizationalhierarchies––somewithuptotenlevelsofmanagement––towardhigh-velocity,multifunctionalteamsdesignedtodeliverbusiness

outcomesautonomously.Thisshiftisreducingmanageriallayers,redefiningtheroleofmanagers,andcuttingdecisioncyclesbyupto70%,resultinginfasterexecution,fastertime-to-market,andincreasedreceptivenessofAIacrossteams.Oneexample:adigitalplatformbusinessestablishedaseriesofcross-functionalteamsenabledbyAIagentsandinturnreducedfourorganizational

layers,noticeablyspeedingupoperations.

Adigitalplatformbusinessestablishedaseriesofcross-functionalteamsenabledbyAIagentsandinturnreducedfourorganizationallayers,noticeablyspeedingupoperations.

Rethinkhowworkgetsdone:redesignworkflows,roles,andwaysofworking.Layeringadditionaltoolsoragentsontolegacyprocessesdeliversonlylimitedsavingsatbest––andinsomecases

canevenincreasecomplexity.Instead,companiesmustredesignworkflowsendtoendaroundAI,definingnewtargetprocessesandrethinkingroles.Inourworkwithatechcompany,wetrimmedtimetomarketfornewmarketingcontentfromroughly20weeksto5.Toenablethis,global–localresponsibilitieswererestructured:AInowpowerscentralizedlocalization,creativeworkhasbeeninsourcedtoagent-enabledcreativetechnologists,andsiloedmarketingroles(forexample,

product,channel,integratedmarketing)havebeenconsolidatedintoafull-stackteamaugmentedbyspecialistagents.

Redefineengineeringandproductmanagement:fromincrementaltotransformational.ToleadinAI,techcompaniescannotrelyonincrementalfeaturereleasesbutmustpursuetrueproductreinvention.SuccessisnotjustaboutaddingAIfeaturestoexistingproducts;itrequiresbold,

visionaryproductstrategies.OneexampleisReplit,whichhasevolvedfromabrowser-basedcodingenvironmentintoanAIdevelopmentplatform,enabling“vibecoding,”wherenaturallanguageandAIhelpcreaterealapplications.Deliveringthatlevelofinnovationdemandsa

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differentkindofproductleadership––visionarieswiththemandateandmindsettodrivefundamentalshifts,notjustiterativegains.

Cuttoinvest:fundAIwithrelentlesscostdiscipline.Leadingtechcompaniesarepursuing

aggressivecostagendas––eliminatinglow-valuespending,collapsingduplicativelayers,and

streamliningcost-to-serveoperations.Savingsareredeployed,notbanked;theyareusedtoscaleAIplatforms,attracttopAItalent,andacceleratehigh-impactinitiatives.Amazonhasreduced

fulfillment,labor,andoperatingcostswiththeexplicitaimofreinvestinginAI,robotics,and

automation(forexample,inwarehouseandsupplychainsystems).Autodeskcutapproximately

9%ofitsworkforcetostreamlineoperationsandreallocatecapitaltowardAI,cloud,andplatforminvestments.

ChecklistforDesigninganAI-ReadyOrganization

Toprovideastartingpoint,BCGhasdevelopedachecklistofoperatingmodelmovesfortechleaderstoconsideracrossthesefivethemes(seetheexhibit).

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Whilemanyofthesemovesarebroadlyapplicable,othersdependonacompany’sstrategicbreakpoint,shapedbyitsgrowthstage,businessmodel,andportfoliocomplexity(seethe

sidebar).

ChallengestoAIFuture-ProofingCanVaryByTechCompanySizeandType

AIadoptionisanythingbuteasyformanytechcompanies,oftendueto

organizationalcomplexity,internalsilos,andincoherentstrategies.These

shortcomingscompoundovertime,weakeningperformanceandslowinggrowth.Companiesindifferentrevenuecategoriesconfrontdistinctobstacles(seetheexhibit):

Companieswithlessthan$1billioninrevenueandasingleproductmayfacedecliningsalesproductivityanddifficultyscaling;

Companieswith$1billionto$5billioninrevenueandlargelyasingle

productmaybeexpandingintoadditionalproductlineswhilecontendingwithrisingintegrationdemandsandinsufficientinfrastructureforgrowth;

Multiproductcompaniesinthe$1billionto$5billionrevenuerangeandoperatingacrossmultiplemarketsoftenstrugglewithinefficientproductandgo-to-marketcoordination;and

Companieswith$10billionto$20billioninrevenueandcomplexportfoliosfacepressuretoinvestinthenextbiginnovation,butrelianceonpast

inorganicgrowthmaylimitflexibility.

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ThesechallengesconstraininnovationandslowtheadoptionofAI-enabledcapabilities.Afuture-proofingagendadesignedaroundAIcanserveasthe

fulcrumformanagingandovercomingthesethreats––andcansetinmotionadurablegrowthagenda.

AsAIadvancesatbreakneckspeed,industryleadersarealreadylockinginmarketshare,

boostingvaluations,andrealizingoutsizereturns––atapacethatleaveslittleroomforlaggardstocatchup.Yetthismomentisaboutmorethanavoidingbeingleftbehind.Fororganizationsthatactdecisively,itisarareopportunitytomovemeaningfullyahead.Byembeddingafuture-proof,AI-readyoperatingmodelandbuildingtheadaptabilityandspeedtocapitalizeonit,tech

executivescannotonlykeeppacebutalsoshapethenexteraofgrowthandcompetitiveadvantage.

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MariaBarisano

ManagingDirector&PartnerSanFrancisco-BayArea

AdrianaDahik

ManagingDirector&SeniorPartner

SiliconValley-BayArea

DanielleXu

PrincipalSeattle

Authors

FedericoFabbri

ManagingDirector&SeniorPartner

SanDiego

JulieBedard

ManagingDirector&Partner;

BCGHendersonInstituteFellowBoston

CailinGriffith

ProjectLeaderBrooklyn

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